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NHS: Belonging in White Corridors

Among the organized chaos of medical professionals in Birmingham, a young man named James Stokes carries himself with the measured poise of someone who has found his place. His oxford shoes move with deliberate precision as he acknowledges colleagues—some by name, others with the familiar currency of a “how are you.”

James displays his credentials not merely as a security requirement but as a testament of inclusion. It hangs against a pressed shirt that offers no clue of the difficult path that led him to this place.

What sets apart James from many of his colleagues is not obvious to the casual observer. His bearing discloses nothing of the fact that he was among the first recruits of the NHS Universal Family Programme—an undertaking designed specifically for young people who have spent time in care.

“The Programme embraced me when I needed it most,” James says, his voice steady but carrying undertones of feeling. His remark captures the core of a programme that seeks to transform how the enormous healthcare system views care leavers—those vulnerable young people aged 16-25 who have graduated out of the care system.

The numbers reveal a challenging reality. Care leavers frequently encounter greater psychological challenges, money troubles, shelter insecurities, and lower academic success compared to their peers. Beneath these cold statistics are personal narratives of young people who have maneuvered through a system that, despite genuine attempts, often falls short in offering the stable base that forms most young lives.

The NHS Universal Family Programme, launched in January 2023 following NHS England’s promise to the Care Leaver Covenant, embodies a profound shift in organizational perspective. At its heart, it recognizes that the complete state and civil society should function as a “collective parent” for those who have missed out on the constancy of a conventional home.

Ten pathfinder integrated care boards across England have charted the course, developing frameworks that reimagine how the NHS—one of Europe’s largest employers—can extend opportunities to care leavers.

The Programme is detailed in its strategy, initiating with comprehensive audits of existing policies, creating oversight mechanisms, and garnering senior buy-in. It understands that effective inclusion requires more than good intentions—it demands concrete steps.

In NHS Birmingham and Solihull ICB, where James found his footing, they’ve developed a regular internal communication network with representatives who can provide assistance and counsel on wellbeing, HR matters, recruitment, and EDI initiatives.

The traditional NHS recruitment process—structured and often daunting—has been intentionally adjusted. Job advertisements now highlight personal qualities rather than extensive qualifications. Applications have been reimagined to accommodate the unique challenges care leavers might face—from missing employment history to struggling with internet access.

Perhaps most significantly, the Programme acknowledges that starting a job can create specific difficulties for care leavers who may be handling self-sufficiency without the safety net of familial aid. Concerns like commuting fees, proper ID, and banking arrangements—assumed basic by many—can become major obstacles.

The beauty of the Programme lies in its thorough planning—from outlining compensation information to helping with commuting costs until that critical first salary payment. Even apparently small matters like coffee breaks and professional behavior are thoughtfully covered.

For James, whose career trajectory has “revolutionized” his life, the Programme provided more than a job. It offered him a feeling of connection—that intangible quality that emerges when someone senses worth not despite their history but because their unique life experiences enriches the institution.

“Working for the NHS isn’t just about doctors and nurses,” James notes, his eyes reflecting the subtle satisfaction of someone who has found his place. “It’s about a family of different jobs and roles, a group of people who genuinely care.”

The NHS Universal Family Programme embodies more than an work program. It functions as a bold declaration that systems can change to include those who have navigated different paths. In doing so, they not only alter individual futures but enhance their operations through the special insights that care leavers bring to the table.

As James navigates his workplace, his involvement silently testifies that with the right support, care leavers can thrive in environments once deemed unattainable. The support that the NHS has offered through this Programme symbolizes not charity but recognition of untapped potential and the fundamental reality that all people merit a support system that champions their success.